Reyada system and method for performance management, communication, strategic planning, and strategy execution

ABSTRACT

Strategic planning and strategy execution is important in organizations of various sizes and types, such as business and industry, government, and nonprofit organizations. While strategic planning and strategy execution are important, present systems and methods present challenges in providing for a system that links all aspects of strategic planning and strategy execution and communicates strategic planning and strategy execution throughout an organization. The present disclosure provides a system and method with an ability to articulate and align objectives, measures, targets, resources, activities, and outputs with desired outcome(s) and desired impact.

CROSS-REFERENCE TO RELATED APPLICATIONS

This application claims the benefit of priority to U.S. ProvisionalPatent Application No. 61/820,539, filed on May 7, 2013, which is herebyincorporated by reference in its entirety.

TECHNICAL FIELD

This disclosure relates to systems and methods of performancemanagement, communication, strategic planning, and strategy execution.

BACKGROUND

In any environment where strategic planning and strategy execution areconducted, which includes performance management and communication ofmanagement goals, vision, objectives, measures, and desired outcomes,various techniques have been created to perform and align variousaspects of the strategic planning and strategy execution. For example, atechnique called a balanced scorecard and a technique called a logicmodel perform some aspects of strategic planning and strategy execution.The balanced scorecard is used mainly to measure, monitor, and reportperformance indicators of programs. Once overall strategies have beendefined, the logic model is employed for development of details ofindividual programs, including performance indicators.

SUMMARY

This disclosure provides a system for developing a performancemanagement framework, comprising a management system, an initiativeinterface system, a communication system, and a controller connected tothe management system, the initiative interface system, and thecommunication system. The system further comprises providing a vision,at least one goal, and a strategy to the management system. The systemalso comprises developing at least one objective, at least one measure,and at least one target in the initiative interface system, for at leastone of a plurality of perspectives, including an organization financialperspective, an organization customer perspective, an organizationinternal business processes perspective, and an organization learningand growth perspective, using the vision, the at least one goal, and thestrategy. The system also comprises linking at least one of theorganization financial perspective, the organization customerperspective, the organization internal business processes perspective,and the organization learning and growth perspective to at least onestrategic initiative outcome and to at least one strategic initiativeimpact, and providing at least one of the organization financialperspective, the organization customer perspective, the organizationinternal business processes perspective, the organization learning andgrowth perspective, at least one strategic initiative outcome, at leastone strategic initiative impact, and the link to at least one of aworkforce, a management team, and a leadership through the communicationsystem.

This disclosure also provides a method for developing a performancemanagement framework, comprising providing a vision, at least one goal,and a strategy. The method also comprises developing at least oneobjective, at least one measure, and at least one target, for at leastone of a plurality of perspectives, including an organization financialperspective, an organization customer perspective, an organizationinternal business processes perspective, and an organization learningand growth perspective, using the vision, the at least one goal, and thestrategy. The method further comprises linking at least one of theorganization financial perspective, the organization customerperspective, the organization internal business processes perspective,and the organization learning and growth perspective to at least onestrategic initiative outcome and to at least one strategic initiativeimpact.

This disclosure also provides a method of providing a communication toolfor an organization, the method comprising providing a strategicinitiative including a plurality of inputs/resources, a plurality ofactivities, a plurality of outputs, a plurality of outcomes, an impact,and a plurality of key perspectives, including a financial perspective,a customer perspective, an internal business processes perspective, anda learning and growth perspective. The method further comprisesproviding a cause and effect relationship between the plurality of keyperspectives and the plurality of inputs/resources, the plurality ofactivities, the plurality of outputs, the plurality of outcomes, theimpact, and the plurality of key perspectives.

Advantages and features of the embodiments of this disclosure willbecome more apparent from the following detailed description ofexemplary embodiments when viewed in conjunction with the accompanyingdrawings.

BRIEF DESCRIPTION OF THE DRAWINGS

FIG. 1 is a representation of a conventional balanced scorecard.

FIG. 2 is a representation of a generic Reyada balanced scorecard fornot-for-profit organizations.

FIG. 3 is a representation of a conventional logic model.

FIG. 4 is a process flow of an integrated model in accordance with anexemplary embodiment of the present disclosure.

FIG. 5 is an alternative version of the process flow of FIG. 4.

FIG. 6 is a process flow diagram for the integrated model of FIG. 4 inaccordance with an exemplary embodiment of the present disclosure.

FIG. 7 is a process flow diagram of an integrated model as a strategicinitiative management tool in accordance with an exemplary embodiment ofthe present disclosure.

FIG. 8 is an integrated model template in accordance with an exemplaryembodiment of the present disclosure.

FIG. 9 is an embodiment of FIG. 8 more appropriate for application inknowledge based economies.

FIG. 10 is an adaptation of the embodiment of FIG. 9 in a Universityapplication.

FIG. 11 is the distribution of objectives among the dimensions of themodel in FIG. 10.

FIG. 12 is a representation of an example of the relationship ofresources and activities.

FIG. 13 is a strategic initiative system in accordance with an exemplaryembodiment of the present disclosure.

FIG. 14 is a strategic initiative module of the strategic initiativesystem of FIG. 13 in accordance with an exemplary embodiment of thepresent disclosure.

FIG. 15 is an example of the application of the integrated model inaccordance with an exemplary embodiment of the present disclosure.

FIG. 16 is a first project of the example of FIG. 15.

FIG. 17 is a second project of the example of FIG. 15.

FIG. 18 is a third project of the example of FIG. 15.

FIG. 19 is a fourth project of the example of FIG. 15.

DETAILED DESCRIPTION

Strategic planning and strategy execution is often important inorganizations of various sizes and types, such as business and industry,government, and nonprofit organizations. While strategic planning andstrategy execution are important, present systems and methods presentchallenges in providing for a system that links all aspects of strategicplanning and strategy execution and communicates strategic planning andstrategy execution throughout an organization. As described furtherhereinbelow, the present disclosure uses one or more Key PerformanceIndicators (KPI's) as a part of strategic planning and strategyexecution, and the system and method of the present disclosure, whichmay be termed a Reyada system and method for performance management,communication, strategic planning, and strategy execution, provide anability to articulate and align objectives, measures, targets,resources, activities, and outputs with desired outcome(s) and desiredimpact(s).

Applicant recognized that many organizations do an adequate job ofstrategic planning, only to see the effort go to waste as executionfails, which may be due to poor alignment of objectives, measures,targets, resources, activities, and outputs with desired outcomes, and alack of understanding of how a strategic initiative, which requires thestrategic planning and strategy execution, works, and the staffresponsibilities required to make the strategic initiative work. Inorder to successfully execute a corporate strategy, a communication toolthat facilitates communication of one or more corporate strategicobjectives, measures, targets, initiatives, and desired outcomes to alllevels of a workforce and one or more stakeholders is valuable. Such atool is preferably implemented with a controller and system to providethe benefits of such equipment, including rapid communication of achanging environment and coordination between geographically separatedportions of an organization. In addition, aligning the corporatestrategy to an operational execution is critical to the success ofimplementing the corporate strategy. However, organizations routinelyfail to transition a planning effort for a corporate strategy beyond acorporate planning activity into one or more operational layers of theorganization. The Reyada system and method of the present disclosureprovide a plurality of links from corporate strategic objectives toexecution of objective-supporting corporate strategic initiatives.

The present disclosure provides an integrated model that seamlesslycombines the capabilities of the balanced scorecard and the logic modelapproaches as well as providing additional capabilities to allocate andmanage resources, to keep the strategic initiative on track, and tocommunicate quickly and effectively with the workforce and thestakeholder(s), especially when using one or more controllers anddispersed computing, such as a server and individual communicationsdevices, which may include wired or wireless enabled laptops, tablets,smart phones, and other devices with the ability to connect to othersimilar devices, either directly or through a server. The integratedmodel features powerful tools to facilitate translating corporatestrategy and management strategy objectives into actionable strategicinitiatives. The integrated model also provides the capability tomonitor performance of various strategic activities with non-financialand financial measures. The integrated model includes a framework thatarticulates and aligns objectives, measures, and targets with desiredoutcomes. The integrated model brings strategic initiative concepts anddreams to life and lets stakeholders try ideas and apply theories to amodel or picture of how the strategic initiative would function, andprovides stakeholders with a road map describing a sequence of relatedevents connecting the need for the strategic initiative with thestrategic initiative's desired outcomes or results. The integrated modelhelps stakeholders, some of whom may be members of the workforce,visualize and understand how human and financial investments cancontribute to achieving intended or desired strategic initiativeoutcomes or goals and can lead to strategic initiative improvements. Theintegrated model can serve as a workforce communication tool thatfacilitates communication of corporate strategic objectives, measures,targets, and desired outcomes to all levels of the workforce and tostakeholders, especially when coupled with a controller or serverconnected to communication devices of the workforce and stakeholders,such as wired or wirelessly connected laptops, tables, PDA's, smartphones, and other devices performing similar functions.

Referring to FIG. 1, a balanced scorecard is shown and indicatedgenerally at 20. Balanced scorecard 20 was originated by Dr. RobertKaplan of the Harvard Business School and Dr. David Norton in themid-1990's as a performance measurement framework that added strategicnon-financial performance measures to traditional financial metrics togive corporate managers and executives a “balanced” view oforganizational performance. The balanced scorecard can be used bymanagers to keep track of the execution of corporate activities by theworkforce or staff within their control and to monitor the consequencesarising from these corporate activities. The balanced scorecard is oneof the most widely adopted performance management tools or frameworksreported in a 2013 annual survey of management tools conducted byManagement Tools & Trends published by Bain & Company.

Balanced scorecard 20 is a strategic planning and strategic managementframework or system used extensively in business and industry,government, and nonprofit organizations worldwide to align corporateactivities to the corporate vision and corporate strategy of theorganization, to improve internal and external communications, andmonitor organizational performance against management or strategicgoals. Balanced scorecard 20 assists organizations in overcoming twofundamental problems: effectively measuring organizational performance,and successfully implementing corporate strategy. Balanced scorecard 20also represents a balance between: financial and nonfinancialindicators; internal and external constituents of the organization; andleading and lagging indicators. The financial indicators may berepresented as a financial perspective 22. Nonfinancial indicators maybe represented as an internal business processes perspective 24, acustomer perspective 26, and a learning and growth perspective 28. Thebalanced scorecard further translates a mission, one or more values, thevision, and the corporate strategy into the plurality of perspectives,including financial perspective 22, internal business processesperspective 24, customer perspective 26, and learning and growthperspective 28.

Financial perspective 22 includes one or more financial objectives thatrepresent the long term goal of the organization to provide superiorreturns based on an invested capital. Financial objectives typicallyrelate to a measured profitability, an organization's liquidity, and afinancial stability of the organization. Each profitability-relatedmeasure should be part of a link of cause-and-effect relationships thatcumulate in improving financial performance. One or more financialperformance measures indicate whether an organization's corporatestrategy, an implementation of the corporate strategy, and an executionof the corporate strategy are contributing to a bottom line improvementin profitability. Financial perspective 22 objectives are preferablylinked to a sequence of activities that must be accomplished with one ormore financial processes, customers, one or more internal processes,with the workforce or employees, and with one or more corporate ororganization systems to deliver long term economic performance.

Internal business processes perspective 24 enables organizations toidentify the processes that are the most critical processes forachieving one or more customer and financial objectives. Eachorganization has a unique set of processes for creating value forcustomers and producing financial results. The process of derivingobjectives and measures for internal business processes perspective 24is based on at least one strategy to meet stakeholder, stockholder, andtargeted customer expectations. Examples of critical internal businessprocesses include innovation, operations, and post-sale supportprocesses.

Learning and growth perspective 28 enables organizations to developlearning and growth objectives and measures to drive organizationallearning and growth to achieve breakthrough organizational performance.Learning and growth perspective 28 objectives provide an infrastructureto enable and drive excellent outcomes of financial perspective 22objectives, internal business processes perspective 24 objectives, andcustomer perspective 26 objectives. Attributes that may be used toidentify specific objectives of learning and growth perspective 28include workforce or employee capabilities, information systemcapabilities, workforce or employee and management motivation, workforceor employee empowerment, and organizational alignment. Organizationalalignment occurs when all levels of management and the workforce areworking toward the same organizational goals.

Customer perspective 26 enables organizations to align a plurality ofcore customer outcome measures, and to identify and measure at least onevalue proposition the customer outcome measures will deliver to targetedcustomers and to market segments. Core customer outcome measurementsinclude customer or market share, retention, acquisition, satisfaction,and profitability. Attributes that may be used to identify specificvalue proposition objectives and measures for targeted customers andmarket segments include product and service attributes, customerrelationships, organization or product image, and organization orproduct reputation.

Conventional balanced scorecard 20 may be viewed as basically anintuitive framework that guides development of appropriate tools forstrategic management, which are compatible with the nature oforganization and surrounding circumstances without the restrictiveconfines of the original model. Emerging tools could be totallydifferent in appearance and content from the original skeletalstructure. One could envision a generic balanced scorecard that caninvolve more than four dimensions, has drastically different performancemeasures, and is flexible enough to allow adaptation to entirelydifferent organizations with diverse priorities, discretecharacteristics, and distinct underlying situations. A new tool has tobefit the evolution of economy and society and underscores the changingpriorities of institutions. While a growing finance and associatedshareholders' content were the prime mover of earlier planners andmanagers, knowledge is becoming at the forefront of any strategicmanagement schema.

Referring to FIG. 2, a newly formulated Reyada balanced scorecard isshown and indicated generally at 20 a. Reyada balanced scorecard 20 agives corporate managers and executives a “balanced” view oforganizational performance. Reyada balanced scorecard 20 a can be usedby managers to keep track of the execution of corporate activities bythe workforce or staff within their control and to monitor theconsequences arising from these corporate activities, preferably whencoupled with a communication system including a plurality ofcommunication devices, such as wired or wireless personal computers,laptops, tablets, PDA's, smart phones, and other devices performing asimilar function. Indeed, it can be expensive and cumbersome toimplement Reyada balanced scorecard 20 a in the absence of such asystem, given the typical geographic separation of the input sources andthe need to communicate in relatively short time frames, such as hoursor even minutes. Further, Reyada balanced scorecard 20 a may beineffective in the absence of a communication system that permitseffective inputs and outputs from a plurality of workforce personnel,staff, and/or stakeholders.

Novel multi-dimension knowledge-based balanced scorecard 20 a is devisedas a component of the Reyada System. Reyada balanced scorecard 20 a iscompatible with the driving forces of a knowledge-based economy andharmonious with the vivacity of a knowledge-based society, building onthe capabilities of a pervasive communication system connectingworkforce, staff, and stakeholders that features near instantaneouscommunication via computers, such as PC's and laptops, netbooks,tablets, PDA's, smart phones, and other devices having equivalentcapabilities. The associated indicators of Reyada balanced scorecard 20a, such as innovation and knowledge exchange, may be taken into accountwhen a balance between different perspectives needs to be stricken. Theflexibility and versatility of the disclosed Reyada balanced scorecardallows individual organizations to customize situation-aware toolscompatible with their aspirations and strategic management philosophyand compatible available communication tools for the efficient andeffective coordination of inputs and outputs.

In any of the balanced scorecard forms, identification of perspectivesand associated key performance indicators (KPI), whether leadingindicators (evidencing and measuring performance in the organization) orlagging indicators (performance drivers), need to be consistent with thefollowing rules: The perspectives are: unique and totally independentfrom each other with no overlaps between them; alignable with thestrategy or strategic vision; compatible with the mission of theorganization and accentuation of the knowledge capital. The indicatorsare commensurable and independent and inclusive of knowledge relatedvariables. Both the perspectives and the indicators are accommodatingfor diversity among components of the organization and tailored toprevailing institutional, societal, and economic environments.

Reyada balanced scorecard 20 a is a strategic planning and strategicmanagement framework or system that can be used extensively in businessand industry, government, and most particularly nonprofit organizationsworldwide to align corporate activities to the corporate vision andcorporate strategy of the organization, to improve internal and externalcommunications, and monitor organizational performance againstmanagement or strategic goals. Reyada balanced scorecard 20 a, whencombined with a communication system and one or more controllers toconnect input sources to appropriate processing capabilities andproviding outputs to one or more users, such as staff, workforce, and/orstakeholders, assists organizations in overcoming two fundamentalproblems: effectively measuring organizational performance; andsuccessfully implementing corporate strategy. Reyada balanced scorecard20 a also represents a balance between: key performance indicators;internal and external constituents of the organization; and leading andlagging indicators. Reyada balanced scorecard 20 a further translates amission, one or more values, a vision, and a corporate strategy into aplurality of perspectives, including a knowledge institution perspective22 a, an internal knowledge processes perspective 24 a, a knowledgesocietal perspective 26 a, and an indispensable knowledge growthperspective 28 a. The four perspectives are independently aligned withthe institution's vision and strategic objectives. Reyada balancedscorecard 20 a is an aid to assure proper overall outcome, noting thateven the best objectives can be achieved badly when the improvement ofone aspect can be accomplished at the expense of another. The financialaspects of the institution are not clangorously inserted as anindependent dimension; rather they are embedded in the KPIs of eachdimension, whether directly or indirectly. Outreach to the community,and contribution to the wellness and building of the knowledgefoundation of the society in general will attract financialcontributions to advance the knowledge infrastructure of theinstitution. Grounding internal processes on knowledge will directorganization efforts to promote innovation and materialize inventionsthat can be an independent source of income through licensing andattract funds from the private sector.

Internal knowledge processes perspective 24 a focuses on enhancement ofthe robustness and resilience of institution internal processes, bothcompetitive and collaborative, and enables organizations to identify theprocesses that are the most critical processes for achieving one or moresocietal and institutional objectives. Each organization has a uniqueset of processes for creating value for society and producingknowledge-based economic results. The process of deriving objectives andmeasures for internal knowledge processes perspective 24 a is based onat least one strategy to meet societal, and targeted stakeholderexpectations. Examples of critical internal knowledge processes includeinnovation, operations, and operation support processes.

Knowledge growth perspective 28 a enables organizations to developindispensable knowledge growth objectives and measures to driveorganizational knowledge growth to achieve breakthrough organizationalperformance. Knowledge growth perspective 28 a objectives provide animproved human resources and knowledge infrastructure to enable anddrive excellent outcomes of institution perspective 22 a objectives,internal knowledge processes perspective 24 a objectives, and knowledgesocietal perspective 26 a objectives. Attributes that may be used toidentify specific objectives of knowledge growth perspective 28 ainclude workforce or employee capabilities, information systemcapabilities, workforce or employee and management motivation, workforceor employee empowerment, and organizational alignment. Organizationalalignment occurs when all levels of management and the workforce areworking toward the same organizational goals.

Societal perspective 26 a enables organizations to align a plurality ofcore societal outcome measures, and to identify and measure at least onevalue proposition the stakeholder outcome measures will deliver totargeted societal segments. Core societal outcome measurements includestakeholders' share, retention, acquisition, and satisfaction.Attributes that may be used to identify specific value propositionobjectives and measures for targeted societal segments include productand service attributes, societal relationships, organization or productimage, and organization or product reputation.

A comparison between the focus of conventional balanced scorecard 20 ofFIG. 1 and Reyada balanced scorecard 20 a of FIG. 2 is given in Table 1.The questions to be answered by each perspective are compared in Table 2for conventional balanced scorecard 20 of FIG. 1 and Reyada balancedscorecard 20 a of FIG. 2.

TABLE 1 Focus of Conventional and Reyada Balanced ScorecardsConventional Balanced Reyada Balanced Dimension Scorecard DimensionScorecard Financial 22 Improve Institutional Improve institutionalorganizational 22a knowledge value shareholder value Customer 26 Improvecustomer Societal 26a Improve satisfaction satisfaction and andrelations with all relations society segments Internal Optimize InternalEnhance robustness Business particular Knowledge and resilience ofProcesses 24 internal business Processes 24a institutional internalprocesses processes, both competitive and collaborative Learning andContinuous Knowledge Improve human growth 28 organizational Growth 28aresources and learning and knowledge growth infrastructure

TABLE 2 Questions to be answered by the Conventional and Reyada BalancedScorecards Dimension Balanced Scorecard Dimension KBSC Financial 22 Howshould we Institutional 22a How will the institution as an appear to ourintegrated organization shareholders? become a guide light of knowledge,and a frontier for economic growth? Customer 26 How should we Societal26a How will the institution appear to our successfully build acustomers? knowledge society through scientific, cultural and pioneeringresearch distinction? Internal What processes Internal What are theprocedural Business must we excel at? Knowledge processes that we haveto Processes 24 Processes 24a excel at to satisfy institutionstakeholders? Learning How can we Knowledge How can we dedicate our andgrowth 28 sustain our ability Growth efforts to innovation and to changeand Requirements 28a improvement to advance improve? institutionknowledge infrastructure and human capital?

Referring to FIG. 3, a logic model is shown and generally indicated at30. The term “logic model” surfaced in the mid-1990's when it began tobe applied to a framework developed in the 1960's and the 1970's byEdward Suchman, reference Evaluative Research: Principles and Practicein Public Service and Social Action Programs, by E. A. Suchman,copyright 1967, and by Carol Weiss, reference Evaluation Research:Methods for Assessing Program Effectiveness, by C. Weiss and publishedby Prentice-Hall, copyright 1972. The logic model was enhanced by JosephWholey, reference Evaluation and Effective Public Management, by J. S.Wholey and published by Little-Brown, copyright 1983, and by Peter Rossiand Howard Freeman in the 1980's, reference Evaluation: A SystematicApproach, by P. H. Rossi and H. E. Freeman and published by SagePublications, copyright 1987.

Logic model 30 is used to paint a picture of how an organization'sproposed strategic initiative will work. Logic model 30 is a graphicaldepiction of the logical relationships between a plurality of elements,including resources 32, a plurality of activities 34, at least oneoutput 36, and at least one outcome 38 of the strategic initiative,which may be considered elements of logic model 30. These elements aredriven by a situation 76 and priorities 78. While there are many ways inwhich logic model 30 and logic models in general can be presented, theunderlying purpose of constructing a logic model is to assess at leastone if-then causal relationship between the elements of the strategicinitiative. If resources 32 are available for the strategic initiative,then activities 34 can be implemented. If activities 34 are implementedsuccessfully, then at least one output 36 and at least one outcome 38can be expected. At least one impact may also result from activities 34,described in further detail hereinbelow.

Logic model 30 is a tool used most often by managers and evaluators ofstrategic initiatives to evaluate the effectiveness of a strategicinitiative. Logic models are most often used in the evaluation stage ofa strategic initiative. However, logic models can be used duringplanning and implementation. Logic models are a systematic and visualway to present and share the understanding of the relationship among theplurality of resources 32 available to operate the strategic initiative,the plurality of activities 34 planned to accomplish the strategicinitiative, and at least one outcome 38 desired from the strategicinitiative, which may be described as a change or a result.

Referring to FIG. 4, an integrated model is shown and generallyindicated at 40. Integrated model 40 of the present disclosure is avisual performance management framework that enables holistic andpervasive operational performance management across an entire business.Integrated model 40 leverages the capabilities, benefits, and advantagesof both the balanced scorecard and the logic model approaches.Integrated model 40 develops cause-and-effect or causal relationshipsbetween an organization's objectives, measures, and targets and theorganization's strategic initiative's inputs or resources, activities,and outputs. Integrated model 40 also predicts, monitors and evaluatesone or more outcomes and impacts within four balanced perspectives,financial, customer, internal business processes, and learning andgrowth. Thus, integrated model 40 transforms objectives, measures,targets, inputs, activities, and outputs into predicted outcomes andimpacts.

Integrated model 40 as shown as a block diagram in FIG. 4 is asystematic way to present major components or elements of a strategicinitiative. In the context of this disclosure, a strategic initiative isa tool of the strategy execution and often requires organizationalcross-functional support to succeed. The strategic initiative consistsof a collection of finite duration discretionary programs and projectsthat are designed to help the organization achieve its targetedperformance. The strategic initiative responds to a strategic issue orsituation that, when resolved, will have a significant impact on adesired organization performance. The strategic initiative includesplanning, management, and evaluation. It should thus be understood thatintegrated model 40 may also be described as strategic initiativeintegrated model 40.

FIG. 4 describes key causal relationships between an organizationsvision 42 and an organization's strategy 44 with a strategicinitiative's objectives, 46, performance measures 48, and targets 50. Inthe context of this disclosure, vision 42 is an aspirational descriptionof what an organization would like to achieve or accomplish in themid-term or long-term future. Vision 42 is intended to serve as a clearguide for choosing current and future courses of action. Strategy 44 isa direction and a scope of an organization over the long term, whichachieves advantages for the organization through its configuration ofresources within an environment that is often challenging. Strategy 44is intended to meet the needs of one or more markets and to fulfillstakeholder expectations of the organization. Strategy 44 is anexpression of what the organization must do to get from one referencepoint to another reference point, and is usually developed at the toplevels of the organization, but is often or even typically executed bylower levels within the organization. In general, strategies, such asstrategy 44, are thoughtfully constructed plans, methods or actions ofhow to achieve a goal, objective 46, or a mission.

Objectives 46 are what an organization must do to achieve its goals oroutcomes and to make its strategy 44 succeed. Each strategic objective46 relates to a goal, and there may be more than one objective 46 tohelp achieve a goal. Any strategic objective, such as objective 46, ispreferably Specific, Measurable, Achievable, Realistic, and has aTimeline, which are sometimes called the SMART criteria. Performancemeasures 48 are a quantitative or qualitative tool to assess progresstoward an outcome or a goal. Every performance measure 48 selectedshould be part of a link of cause-and-effect relationships that cumulatein improving business performance. Targets 50 are the expected levels ofperformance or improvement required in the future. Targets 50 are usedto evaluate performance measurement data to access performance achievedcompared to performance expected. Targets 50 put teeth into strategy 44by imposing criteria that the organization must achieve.

A situation statement 52 describes the problem or challenge—a strategicsituation—that will be resolved by the strategic initiative. Situationstatement 52 communicates the relevance of the strategic initiative andestablishes a baseline for comparison at a closure of the strategicinitiative. Situation statement 52 includes information about theproblem or challenge. For example, what are the causes of the problem orchallenge, the symptoms of the problem or challenge, and the likelyconsequences if nothing is done to resolve the problem or challenge.Situation statement 52 may include the actual or projected costs of theproblem or challenge, a description of who is affected by the problem orchallenge, and the importance of the problem or challenge tostakeholders.

Integrated model 40 also identifies and provides cause-and-effectrelationships between at least one input or resource 54, at least oneplanned activity 56, at least one output 58, and at least one outcome60. The cause-and-effect relationships may also include at least oneimpact 62. Integrated model 40 further identifies at least oneassumption 64 about the people involved in the strategic initiative,inputs or resources 54, the way leadership thinks integrated model 40will work, and strategy 44. In addition, integrated model 40 identifiesand provides cause-and-effect relationships between outcome(s) 60,impact(s) 62, and at least one external influence 66 that may affectdesired results from the strategic initiative.

Inputs or resources 54 are the available resources to make plannedactivities 56, which are part of a strategic initiative scope of work,operational, and are essential for planned activities 56 to occur.Inputs or resources 54 include one or more human, financial, andorganizational resources that a strategic initiative has available todirect toward performing planned activities 56. Examples of inputs orresources 54 include people, funds, facilities, knowledge, time,utilities, raw materials, finished materials, expendable supplies,transportation, etc.

Planned activities 56 are those tasks or scope of work that thestrategic initiative accomplishes using inputs or resources 54.Activities 56 are one or more processes, operational or systemic tools,events, technology, and actions that are an intentional part of theimplementation of the strategic initiative. Activities 56 are used tobring about outcome(s) 60 and potentially one or more impact(s) 62.

Output(s) 58 are the products, capital goods, and services that resultfrom a strategic initiative, which may also be consider a developmentintervention because a strategic initiative attempts to intervene orchange the way things are done at an organization. In some cases, suchintervention may be to put into place new systems, methods,technologies, etc. that previously did not exist. In other cases, suchintervention may be to modify existing systems, methods, technologies,etc. Output(s) 58 may also include changes resulting from thedevelopment intervention which are relevant to the achievement ofoutcome(s) 60. Output(s) 58 are typically the direct result of plannedactivities 56.

Output(s) 58 are an indication or measure of activities 56 to show thatactivities 56 have been completed and that activities 56 necessary toachieve objectives 46 have been identified. Output(s) 58 are usuallydescribed in terms of the size or scope of the services and productsdelivered or produced by the strategic initiative. Output(s) 58 indicateif a strategic initiative was delivered to the intended audience(s) inthe intended dose, amount, or quantity. Strategic initiative output(s)58 might be, for example, the number of classes taught, meetings held,materials produced, materials distributed, strategic initiativeparticipation rates, strategic initiative demography, and/or the hoursof each type of service produced.

Describing output(s) 58 allows us to establish linkages betweensituation statement 52 and impact(s) 62 of the strategic initiative.Examples of output(s) 58 that help link situation statement 52 andimpact(s) 62 include: publications such as articles, bulletins, factsheets, handbooks, and web pages; decision aids such as software,worksheets, models; teaching events such as workshops, field days,tours, and short courses; and discovery and application activities, suchas research plots, demonstration plots, and product trials.

Outcome(s) 60 are the observable behavioral, institutional, and societalchanges that take place over three to ten years, usually as a result ofcoordinated short term investments in individual and organizationalcapacity building for key development stakeholders. Outcome(s) 60 arethe benefits, changes, or results anticipated to be derived from plannedactivities 56 and output(s) 58. Outcome(s) 60 provide an answer to whathappened as a result of the strategic initiative, and outcome(s) 60 areuseful to communicate the effects of the investment. Examples ofoutcome(s) 60 are specific changes in behavior or attitude of strategicinitiative participants, knowledge, skills, status, and level offunctioning. Strategic initiative outcome(s) 60 may be short term,intermediate term, or long term.

Short term outcomes should be attainable within one to three years.Examples of short term outcomes include changes in awareness, knowledge,skills, motivation, and attitude. Awareness includes customerrecognition of the problem or challenge. Knowledge includes customerunderstanding of the cause(s) of the problem or challenge and potentialsolutions to the problem or challenge. Skills include customerpossession of the skills needed to resolve the problem or challenge.Motivations include a customer desire to effect change. Attitude orbehavior includes customer belief that their actions can make adifference in resolving the problem or challenge.

Intermediate term outcomes are often achievable within four to sixyears. Examples of intermediate term outcomes include changes thatfollow the short term outcomes, such as changes in practices, behaviors,policies, technologies, and management strategies. Practices are thoseprocedures or steps used by participants in the organization, forexample stakeholders, management, the work force, and in some cases,customers. Behaviors are exhibited by people, or collectively,organizations or groups within organizations. Policies are adopted bybusinesses, governments, and other types of organizations, and guide howthe organization is operated. Technologies are those employed by theworkforce and management, but also may include technologies employed bycustomers, suppliers, and stakeholders. Management strategies aretypically implemented by individuals or groups on the management team orthose with implied management authority, such as team leaders or teamsempowered to implement management strategies.

Long term outcomes are often achievable within seven to ten years. Longterm outcomes typically follow intermediate term outcomes when changedbehaviors result in changed conditions, for example improved economicconditions, improved social conditions, improved environmentalconditions, and improved political conditions. Improved economicconditions may include increased income or financial stability. Improvedsocietal conditions may include reduced violence or improved cooperationbetween members of society. Improved environmental conditions mayinclude improved air quality, decreased soil erosion, reduced runoff,and the like. Improved political conditions may include improvedparticipation by members of a society or opportunity for members of asociety.

Impact 62 is a fundamental intended or unintended change occurring inorganizations, communities, or systems as a result of the strategicinitiative's planned activities 56 within seven to ten years. Impact(s)62 are the positive and/or negative, primary and secondary long termeffects produced by the strategic initiative development intervention,either directly or indirectly, and either intended or unintended.Impact(s) 62 are the observable and measurable aspects of behavior,attitude, skills, knowledge, and other attributes that change as aresult of involvement of the strategic initiative.

Assumption(s) 64 are the principles, beliefs, and ideas participantshave about the strategic initiative, the people involved, and the wayparticipants think it will work. Assumption(s) 64 are often qualitativeassessments as opposed to quantitative assessments and are validatedwith research and experience. Examples of assumptions include theproblem, challenge, or situation, resources and staff, methodologies,expectation of achievement, knowledge base, internal and externalenvironment, and participants. The nature of assumptions can affect theprogress of a strategic initiative by distorting, confusing, ormisleading various elements of the strategic initiative.

External influence(s) 66 include the condition(s) that influence thesuccess of the strategic initiative that are external to the strategicinitiative and may be external to the organization. The strategicinitiative has little or no control over external influence(s) 66. Theenvironment in which the strategic initiative exists includes a varietyof external factors that interact with and influence the action(s) ofthe strategic initiative. For example, institutional, community, andpublic policies may have either supporting of antagonistic effects onthe strategic initiative. At the institutional level, schools mayinfluence healthy eating habits in ways that are beyond the control ofthe organization, but these same influences may lead to wider socialchange. Documenting the social, physical, political, and institutionalenvironments that can influence outcome(s) 60 helps to improve aplanning process of the strategic initiative by identifying importantpartners and collaborators for the strategic initiative, the parts ofthe problem or challenge that the strategic initiative is able torealistically influence, the evaluation measures that will accuratelyreflect outcome(s) 60 of the strategic initiative, and any other needsthat must be met in order to address the problem or challenge.

Referring to FIG. 5, an alternative version of the process flow of FIG.4 is shown. FIG. 5 show an organization's strategic plan components,which are expressed in terms of an organization's mission 68, corevalues 70, vision 42, strategic goal(s) 72, and strategy 44. Strategicpriorities will be used to generate a set of strategic initiative(s) 74,each of which is devoted to a specific situation, described in situationstatement 52. Each strategic initiative 74 is aligned with specificobjectives 46, performance measures 48, and targets 50. Each strategicinitiative 74 requires specific inputs or resources 54 to performplanned activities 56. One or more initiative output(s) 58 are thedirect result(s) of planned activities 56. Output(s) 58 provide one ormore outcome(s) 60 and impact(s) 62, which are the benefits, changes orresults from strategic initiative 74.

Mission 68 is often embodied as a mission statement, which is a briefdescription of an organization's fundamental purpose and may be asnapshot of the organization's current business. Core values 70 are aset of ideals that stakeholders value for the organization and thatstakeholders use to make decisions and to keep the organization ontrack. Strategic goal(s) 72 are the milestone(s) an organization expectsto achieve that evolve from the situation or strategic issue embodied insituation statement 52. Strategic goal(s) 72 transform strategic issuesinto specific performance targets 50 that can impact the entireorganization. Strategic priorities are determined when strategicobjective(s) 46 are ranked by their importance in achieving strategicgoal(s) 72. All subsequent operational or tactical planning and resourceallocation is based upon the strategic priorities.

Referring to FIG. 6, a Strategy Planning and Implementation (SPI)process flow is shown and generally indicated at 100. Strategyimplementation is a process by which strategy 44 is turned into a set ofactions, including strategic initiative(s) 74, programs, and projects.Organizations achieve their goals and create value through strategyimplementation. The strategy implementation transforms an organization'sconceptualized solutions into activities 56 and output(s) 58. Activities56 ensure the realization of the organization's strategy 44. SPI process100 is an exemplary embodiment process in accordance with the presentdisclosure that can be used in business and industry, government, andnonprofit organizations using KPI's. SPI process 100 articulates andaligns operations, objectives 46, measures 48, and targets 50. Becauseof the source of inputs and the dispersal of outputs, SPI process 100 ispreferably performed using a communication system including one or morecontrollers and a plurality of communication devices, such as wired orwirelessly connected computers, netbooks, notebook computers, tablets,PDA's, smart phones, and other devices that are capable of communicationwith other, similar devices. Such communication may be wired, such asthrough an Ethernet cable, or may be wireless, such as through Wi Fi orcellular communications. An exemplary embodiment of such a systemcapable of implementing SPI process 100 is described herein.

SPI process 100 begins with a start process 102, which initiates astrategic process to identify key aspects of an organization's strategy.Such identification may be provided through an exemplary managementsystem and communicated through a server or controller. SPI process 100moves from start process 102 to a consensus process 104. In consensusprocess 104, the organization's leadership or management begins buildingand gaining consensus on the organization's vision 42 and strategy 44 asa first step in using integrated model 40 as a framework for strategyimplementation. Such consensus building may occur through a strategicinitiative system that includes a management system, an initiativeinterface system, a communication system, and a server or controller.Control then passes from consensus process 104 to a translation process106.

In translation process 106, leadership defines organizational objectives46, which preferably occurs through a management system that is part ofa strategic initiative system. Objectives 46 are what the organizationmust do to achieve strategic goals 72 and to make strategy 44 succeed.Objectives 46 identify what is critical to the future success ofstrategy 44. Each strategic objective 46 relates to a strategic goal 72,and there may be more than one strategic objective 46 related to eachstrategic goal 72. Objectives 46 are identified within fourperspectives, financial perspective 22, internal business processesperspective 24, customer perspective 26, and learning and growthperspective 28. Leadership or management ranks strategic objectives 46by their importance in achieving strategic goal(s) 72 according to thestrategic priorities, described hereinabove. After organizationalobjectives 46 have been defined, control moves from translation process106 to a measures and targets identification process 108.

Leadership across the organization translates objectives intoperformance measure(s) 48 in measures and targets identification process108, which preferably are communicated through the strategic initiativesystem. Every performance measure 48 selected is preferably part of atleast one cause-and-effect relationship that cumulates in improvingbusiness performance. Leadership also defines at least one target 50 inmeasures and targets identification process 108 that are the expectedlevels of performance or improvement required in the future. Onceperformance measure(s) 48 and target(s) 50 have been established,control moves from measures and identification process 108 to astrategic initiatives process 110.

Strategic initiatives 74 will deliver objectives 46 are identified byleadership or management in strategic initiatives process 110. Inaddition, leadership or management may verify alignment of strategicinitiative 74 with one or more of vision 42, strategy 44, mission 68,core values 70, and strategic goals 72. Because there are likely to be aplurality of strategic initiatives 74 at any one time, leadership ormanagement typically prioritize strategic initiatives 74 based onrelative costs of inputs or resources 54 and activities 56, and thepotential value and risk of output(s) 58 and outcome(s) 60. In somesituations, leadership or management may also consider impact(s) 62 whenprioritizing strategic initiatives 74. Each strategic initiative 74 istool of an organization's strategy execution and typically requirescross-functional team support to succeed. Strategic initiative 74consists of a collection of finite duration discretionary projects andinitiatives that are designed to help the organization achieve itstarget performance. Strategic initiative 74 responds to an issue,challenge, problem, or situation, collectively “problem,” that, whenresolved, will have significant impact 62 on the organization's results,which may be financial results, market share, and/or other strategicindicators. For each strategic initiative 74, leadership or managementdefines situation statement 52 to communicate the relevance of strategicinitiative 74, and establishes a baseline for comparison at a close ofstrategic initiative 74. Situation statement 52 includes a statement ofthe problem, including possible causes, symptoms, and possible or likelyconsequences if nothing is done to resolve the problem. Situationstatement 52 may include actual or projected costs, a description of whois affected by the problem, and the importance of the problem tostakeholders. Each strategic initiative 74 is documented by recording astrategic initiative name or title and situation statement 52 into atemplate, such as a strategic initiative template 150 shown in FIG. 8.In addition, other aspects of each strategic initiative 74 may bedocumented in template 150, such as management allocated objectives 46,performance measures 48, and targets 50. Because of the complexity ofobtaining information required to develop strategic initiatives 74,strategic initiatives process 110 is preferably conducted using thestrategic initiative system, gathering information from an inventorysystem and communication through the management system. Once eachstrategic initiative 74 has been identified, aligned, and prioritized,control moves from strategic initiatives process 110 to an impact andexternal influences process 112.

While outcome(s) 60 are a direct result of activities 56 and output(s)58, it is impact(s) 62 that is or are the desired result of eachstrategic initiative 74, because knowing the direction or heading of anorganization is critical in picking the best route or path for anorganization to use in accomplishing a corporate strategy. Impact(s) 62are the ultimate end sought by each strategic initiative, frequently inalignment or synonymous with vision 42. Thus, one purpose of impact andexternal influences process 112 is to document the fundamental intendedor unintended change or impact(s) 62 occurring within the organization,communities, or systems as a result of strategic initiative activities56. Impact(s) 62 may also be recorded in template 150 of FIG. 8, whichis preferably positioned as part of the strategic initiative system.

External influences 66, described hereinabove, may also be documented inthis process and recorded in template 150. Leadership or managementneeds to take care in considering potential external influences becausesuch influences can directly affect outcome(s) 60 and impact(s) 62, butcan also be directly affected by outcome(s) 60 and impact(s) 62. Oncedesired impact(s) 62 and external influences 66 have been identified anddocument, control passes from impact and external influences process 112to an outcomes process 114.

Results of strategic initiative 74 consist of outcome(s) 60 andimpact(s) 62, both of which are described in outcomes process 114.Outcome(s) 60 and impact(s) 62 each appear in sequence over time.Outcome(s) 60 are earlier indicators of progress toward results.Outcome(s) 60 are the benefits, changes, or results anticipated to bederived from planned activities 56 and output(s) 58. Outcome(s) 60answer the question of what happened as a result of strategic initiative74 and what is useful in communicating impact(s) 62 of the investment instrategic initiative 74. In many cases, outcomes may be identifiableonly through the resources and capabilities of the strategic initiativesystem, using various sources of inputs and computing capability ofcommunication devices positioned as part of the strategic initiativesystem. Additionally, one or more servers or controllers may be therepository for information obtain from outcomes process 114. Short termoutcome(s) 60 of strategic initiative 74 should be attainable within oneto three years, intermediate term outcome(s) 60 should be achievablewithin four to six years, and long term outcome(s) 60 should bereflected in impact(s) 62 within about seven to ten years, as describedhereinabove. Outcome(s) 60 and impact(s) 62 may be documented intemplate 150, described hereinabove. Once outcome(s) 60 and impact(s) 62have been described and documented, control passes from outcomes process114 to a strategies and assumptions process 116.

In strategies and assumptions process 116, leadership identifieseffective organizational strategies 44 likely to contribute to theresults, i.e., outcome(s) 60 and/or impact(s) 62. Organizationalstrategies 44 with less relative value may be discarded in favor ofthose with higher relative value. Leadership or management also recordsand documents assumptions 64 that support specified organizationstrategies 44. Both strategies 44 and assumptions 64 may be documentedin strategic initiative template 150, preferably positioned as part ofthe strategic initiative system. Once organization strategies 44 andassumptions 64 have been documented, control passes from strategies andassumptions process 116 to an activities process 118.

Planned activities 56 are identified by leadership or management inactivities process 118, including processes, tools, events, technology,and actions that are an intentional part of strategic initiative 74implementation. Activities 56 are used to bring about outcome(s) 60 andimpact(s) 62. To properly document and communicate planned activities,activities process 118 is preferably conducted at least partially in thestrategic initiative system, using the various resources of thestrategic initiative system. Once planned activities 56 are identified,they may be recorded in strategic initiative template 150, and controlpasses from activities process 118 to an inputs/resources process 120.

Inputs/resources 54 required and essential to make a strategicinitiative scope of work or activities 56 operational are identified byleadership or management in inputs/resources process 120.Inputs/resources 54 include one or more human, financial, andorganizational resources that strategic initiative 74 has available todirect toward activities 56. Examples of inputs/resources 54 includepeople, further including, workforce, management, and stakeholders,funds, facilities, knowledge, time, utilities, raw materials, finishedmaterials, expendable supplies, transportation, etc. All or portions ofinputs/resources 54 are identified in the strategic initiative system tobetter track the availability and expenditure of such resources, and toassure proper allocation of resources. Once inputs/resources 54 havebeen identified and recorded, for example in strategic initiativetemplate 150, control passes from inputs/resources process 120 to anoutputs process 122.

Output(s) 58 include one or more products, capital goods, and servicesthat directly result from a strategic initiative intervention ordevelopment, and more specifically, from activities 56, and areidentified by leadership or management in outputs process 122. Output(s)58 may also include changes resulting from strategic initiativeactivities 56 that are relevant to the achievement of outcome(s) 60.Output(s) 58 measure planned activities 56 to show that activities 56identified as necessary to achieve objectives 46 have been completed.Output(s) 58 are often described in terms of a size or scope ofproducts, capital goods, and services delivered and produced bystrategic initiative 74. In many cases, output(s) 58 may be identifiableonly as data in the strategic initiative system, which makes thecommunication devices and controller or server of the strategicinitiative system important to the success of SPI process 100. Onceoutput(s) 58 have been identified and recorded, for example in strategicinitiative template 150, control passes from outputs process 122 to anend process 124, which terminates SPI process 100.

Referring now to FIG. 7, integrated model 40 is shown as a strategicinitiative management tool or management process, generally indicated at200. Management tool 200 is similar in many respects to integrated model40, except certain portions of integrated model 40 are unnecessary forimplementation of strategic initiative 74, and those portions areeliminated to transition from integrated model 40 to management tool200. Generally, each of the elements of management tool 200 isidentified by leadership or management, and may be considered processsteps. Furthermore, because of the complexity of modern organizations,it is preferable that management tool be implemented in a communicationsystem that includes one or more inter-connected (either by wire orwirelessly) computers, tablets, smart phones, etc., with inputs comingfrom one or more sources that may be geographically remote, data storageand analysis performed in one or more controllers, servers, etc., andcommunication provided by the system, conveying information contained indata storage or from the analysis. Management tool 200 begins with anobjectives process 202, where leadership or management identifiesessential objectives 46 that must be met to achieve an organization'sstrategy 44. Next, in a measures process 204 measures 48 are identifiedthat define success in attainment of objectives 46. Followingidentification of measures 48, management or leadership identifyimprovement targets 50 in a targets process 206 that show how far andhow fast strategic initiative 74 needs to go or extend in order toattain objectives 46. Next, management or leadership starts a new phaseof a strategic initiative implementation 80 that involves specificationof a budget and work plan 82. In this phase, management or leadershipidentifies inputs/resources 54 that include available resources to makethe scope of work for strategic initiative 74 operational and essentialfor activities 56 to occur in an inputs/resources process 208. Fromdefinition of inputs/resources 54, management tool 200 moves to anactivities process 210 where activities 56 are defined that includes,for example, the processes, tools, events, technology, and actions thatare an intentional part of strategic initiative 74 implementation. Afteractivities 56 are defined, output(s) 58 are defined in an outputsprocess 212. Output(s) 58 may include, for example, products, capitalgoods, and services those results from activities 56. Short term,intermediate term, and long term outcome(s) 60 are then defined in anoutcomes process 214. Outcome(s) 60 includes observable behavioral,institutional, and societal changes. Lastly, impact(s) 62 are defined ordescribed in an impact process 216. Impact(s) 62 can include thefundamental intended or unintended change(s) occurring in organizations,communities, or systems as a result of strategic initiative 74.

Referring now to FIG. 8, strategic initiative template 150, which is atemplate for integrated model 40, is shown. Template 150 includescause-and-effect or causal relationships between allocated objectives46, measures 48, and targets 50 within the four key perspectives ofconventional balanced scorecard 20: financial perspective 22, internalbusiness processes perspective 24, customer perspective 26, and learningand growth perspective 28; and inputs/resources 54, activities 56,outputs 58, outcomes 60, and at least one impact 62, similar to theseelements of logic model 30. In addition, template 150 records strategies44, assumptions 64, and external influences 66. Integrated model 40 is aversatile tool that can support many strategic management activitiesincluding, for example, planning, communications, consensus building,performance management, initiative management, learning and fundraising.

Integrated model 40 may be used as a strategic planning tool forbusiness, government, and nonprofit organizations. Integrated model 40provides a framework for articulating and aligning operations, goals 72,and measures 48. Integrated model 40 also defines the fundamentalintended or unintended change occurring in organizations as a result ofstrategic initiative 74 activities 56. Integrated model 40 clarifies andtranslates an organization vision 42 and strategy 44, sets target(s) 50,aligns strategic initiative(s) 74, and helps leadership and/ormanagement move from a reactive mode of operation to a proactive mode ofoperation.

Integrated model 40 is a valuable planning and development tool forstrategic initiatives 74. Integrated model 40 provides a visualrepresentation that describes and shares an understanding ofrelationships among strategic planning elements and the elementnecessary to operate strategic initiatives 74 and programs. Integratedmodel 40 describes a bounded strategic initiative 74, both what isplanned, i.e., the doing, and the results expected present linkagesbetween the four key perspectives, financial perspective 22, internalbusiness processes perspective 24, customer perspective 26, and learningand growth perspective 28. Integrated model 40 defines requireinputs/resources 54 to make the scope of work of strategic initiative 74operational, and defines required activities 56 to implement strategicinitiative 74, e.g., actions, processes, events, services, products,technologies, or other elements. Integrated model 40 defines output(s)58, e.g., anticipated products, services, or events, which will bedelivered through the accomplishment of planned activities 56. Inaddition, integrated model 40 identifies outcome(s) 60, e.g., benefits,changes or results, which are derived from activities 56 and output(s)58, providing a clear understanding of the structure and objectives ofstrategic initiatives 74 and a rationale underpinning the deployment ofstrategic initiatives 74. A comparison of the capabilities and benefitsof balanced scorecard 20, logic model 30, and integrated model 40 as aplanning tool is provided in Table 3 below.

TABLE 3 Integrated Model as a Planning Tool Balanced Logic IntegratedCapabilities, Usage & Benefit Scorecard Model Model Plans, sets targets50, and aligns strategic X X initiatives 74. Serves as planning tools byproviding a X framework for articulating and aligning goals 72,objective(s) 46, activities 56, performance measure(s) 48, and impact(s)62. Serves as a foundation for developing a strategic plan. X X X Bringsstrategic initiative 74 concepts and X X dreams to life and allowsstakeholders to try an idea and apply theories to model or picture howstrategic initiative 74 would function. Helps to gain a commonunderstanding of how a X X strategic initiative 74 would work and theresponsibilities (workforce, management, etc.) to make it work. Providesstakeholders with a road map X X describing the sequence of relatedevents connecting the need for planned strategic initiative 74 withdesired outcome(s) 60.

A well-built integrated model 40 is a powerful workforce communicationtool. Integrated model 40 can show stakeholders at a glance what astrategic initiative 74 is doing, i.e., activities 56, and what it isachieving, i.e., outcome(s) 60, emphasizing the link between the two.Integrated model 40 provides a common understanding of how strategicinitiative 74 works and staff responsibilities to make it work, andoffers a systematic way of portraying the breadth of relationshipsinvolved in complex systems of causally related actions. Integratedmodel 40 helps stakeholders visualize and understand how human andfinancial investments can contribute to achieving intended strategicinitiative 74 results and provides stakeholders with a road mapdescribing the sequence of related events connecting the need for theplanned strategic initiative 74 with the desired results of strategicinitiative 74. Integrated model 40 builds common understanding andpromotes buy-in among both internal and external stakeholders about whatstrategic initiative 74 is, how strategic initiative 74 works, and whatstrategic initiative 74 is trying to achieve. Integrated model 40facilitates communications of corporate objectives 46 to all levelswithin the organization, and serves as a means of communicating withinternal and external audiences. Integrated model 40 communicatesstrategic objectives 46 and performance measures 48, and improvescommunication between stakeholders. In addition, integrated model 40communicates strategic initiative 74 to people outside strategicinitiative 74 in a concise and compelling way, and illustrates thepresumed effects of implementing strategies 44. A comparison of thecapabilities and benefits of balanced scorecard 20, logic model 30, andintegrated model 40 as a communication tool is provided in Table 4below.

TABLE 4 Integrated Model as a Communication Tool Balanced LogicIntegrated Capabilities, Usage & Benefit Scorecard Model ModelCommunicates and links strategic objectives 46 X X and measures 48.Provides top down reflection of the X organization's mission 68, vision42, strategy 44, and a strategic initiative 74 outcome(s) 60 andimpact(s) 62. Facilitates communication of corporate X X objective(s) 46to all levels. Serves as a means of communicating with X X X internaland external audiences. Communicates strategic initiative 74 to people XX outside strategic initiative 74 in a concise and compelling way.Serves as a workforce communication tool. X X X Communicates strategicobjective(s) 46, X performance measure(s) 48 to all levels as well asstrategic initiative(s) 74 and impact(s) 62. Improves communicationbetween stakeholders. X X X

Integrated model 40 serves as a visual performance management framework(PMF) that enables a holistic and pervasive operational performancemanagement across an entire business. The framework gives managers andexecutives, i.e., leadership or management, a multi-view oforganizational performance to enable an organization to clarify and planits strategy implementation from different perspectives and createfuture value by concretizing or solidifying the metrics and actionsnecessary for this vision to come true. Integrated model 40 provides afully deployed model that cascades from top levels of the organizationdown to the lowest ranks. Integrated model 40 aligns organizationperformance measures 48 with strategic initiatives 74 and provides anindication of future results through outcome(s) 60 and impact(s) 62.Integrated model 40 provides a diagnostic tool to monitor performancemeasures 48 including financial perspectives 22, internal businessprocesses perspective 24, customer perspective 26, and learning andgrowth perspective 28. Integrated model 40 provides a foundation for anincentive compensation plan that ties employees' performance metrics ina direct way to an overall strategic initiative 74 implementationperformance. Using integrated model 40, organizations can create a trueculture of visibility, accountability, and performance enhancement.Integrated model 40 provides a fully deployed model that cascades fromtop levels of the organization down to the lowest ranks. A comparison ofthe capabilities and benefits of balanced scorecard 20, logic model 30,and integrated model 40 as a performance management framework isprovided in Table 5 below.

TABLE 5 Integrated Model as a Performance Management Framework BalancedLogic Integrated Capabilities, Usage & Benefit Scorecard Model ModelProvides measures 48 derived from the strategy X X 44 that represents abalance between external and internal measures. Provides a foundationfor incentive X X compensation plans. Monitors performance withfinancial and non- X X financial measures. Provides an indication offuture results. X X X Serves as a strategic framework for proactively XX managing performance. Clarifies and translates vision 42, goals 72,and X strategy 44 into activities 56. Develops objectives 46, measures48, and targets X 50 for an organization's financial perspective 22, andlinks financial perspective 22 to strategic initiative 74 outcome(s) 60and impact(s) 62. Develops objectives 46, measures 48, and targets X 50for an organization's customer perspective 26, and links customerperspective 26 to strategic initiative 74 outcome(s) 60 and impact(s)62. Develops objectives 46, measures 48, and targets X 50 for anorganization's internal business processes perspective 24, and linksinternal business processes perspective 24 to strategic initiative 74outcome(s) 60 and impact(s) 62. Develops objectives 46, measures 48, andtargets X 50 for an organization's learning and growth perspective 28,and links learning and growth perspective 28 to strategic initiative 74outcome(s) 60 and impact(s) 62.

Integrated model 40 further serves as a strategic initiative 74management tool because it connects the dots between situation 52,objective(s) 46, measure(s) 48, target(s) 50, inputs/resources 54,activities 56, output(s) 58, outcome(s) 60, and impact(s) 62. Integratedmodel 40 can be a basis for developing a more detailed management plan,as depicted in FIG. 7. Using data collection and an evaluation plan,integrated model 40 helps leadership or management to track and monitoroperations to better manage results. Integrated model 40 can serve asthe foundation for creating budgets and work plans as depicted in FIG.7. Leaders of strategic initiative(s) 74 need to have a workingknowledge of financial perspective 22, internal business processesperspective 24, customer perspective 26, and learning and growthperspective 28 with respect to value propositions because organizationsoften charter strategic initiatives 74 to close a gap or create anadvantage with respect to value propositions. Value propositions broadlyinclude benefits from activities 56, which may include output(s) 58,outcome(s) 60, and impact(s) 62. Integrated model 40 defines strategicobjectives 46 of financial perspective 22, internal business processesperspective 24, customer perspective 26, and learning and growthperspective 28 with respect to value propositions as depicted intemplate 150 of FIG. 8.

Integrated model 40 may also be used as a learning tool. Integratedmodel 40 enhances a strategic feedback and learning process, providing alearning diagnostic tool to define, predict, and monitor workforcelearning performance measures. Integrated model 40 serves as a workforcelearning tool that enhances learning through an iterative exchange ofinformation and experience by providing strong visual representation andgraphics, for example FIGS. 4, 5, 7 and 8, that are proven as effectivelearning instruments. A comparison of the capabilities and benefits ofbalanced scorecard 20, logic model 30, and integrated model 40 as alearning tool is provided in Table 6 below.

TABLE 6 Integrated Model as a Learning Tool Balanced Logic IntegratedCapabilities, Usage & Benefit Scorecard Model Model Enhances learningthrough an iterative exchange X X of information and experience,providing valuable documentation or evidence. Enhances strategicfeedback and learning. X X Helps stakeholders visualize and understand XX how human and financial investments contributed to achieving intendedstrategic initiative 74 goals and how such investments can lead tostrategic initiative 74 improvements. Provides a learning diagnostictool to monitor X X learning performance measures. Serves as a workforcelearning tool. X X X Enhances learning through an iterative exchange X Xof information and experience, providing valuable documentation orevidence. Provides strong visual representation of cause- X and-effect(causal) relationships graphics, which are proven as effective learninginstruments, between the four key perspectives, financial, customer,business processes, and learning and growth, and strategic initiative 74inputs/resources 54, activities 56, output(s) 58, outcome(s) 60, anddesired impact(s) 62 Enhances the learning process through X Xevaluation. Serves as an evaluation tool for strategic X X initiative(s)74 and policies as part of an evaluation framework. Illustrates thepresumed effects of implementing X X strategies 44 described in thestrategic plan, such as that shown in FIGS. 4 and 5. Helps to design newstrategic initiative(s) 74 or X X to confirm that an existing strategicinitiative 74 design is still reasonable under current circumstances.Provides a common understanding of how X X strategic initiative 74 worksand workforce, leadership, and/or management, collectively, staff,responsibilities to make it work. Provides a visual way to present andshare the X understanding of the relationships among vision 42 andinputs/resources 54 required to operate a strategic initiative 74,activities 56, and output(s) 58, outcome(s) 60, and impact(s) 62,collectively, changes or results, desired to be achieved. Illustratesthe presumed effects of implementing X X strategic initiative(s) 74.Offers a systematic way of portraying the X X breadth of relationshipsinvolved in complex systems and the effects of causally related actions.Helps stakeholders to visualize and understand X X how human andfinancial investments can contribute to achieving intended strategicinitiative 74 goals. Provides stakeholders with a road map X Xdescribing a sequence of related events connecting the need for plannedstrategic initiative 74 with the desired result(s) of strategicinitiative 74.

A sound integrated model 40 demonstrates to funders that an organizationhas purposefully identified what a strategic initiative 74 willaccomplish, what strategic initiative 74 is intended to achieve, andinputs/resources 54 needed to accomplish activities 56. Integrated model40 can also help structure and streamline grant writing. Integratedmodel 40 provides a diagram that describes strategy 44 and the logicallyrelated parts of strategic initiative 74, showing links between audienceneeds, activities 56 and outcome(s) 60, and how outcome(s) 60 will bemeasured and evaluated.

While the strategic initiative template 150 of FIG. 8 is a template forthe integrated model 40 using conventional balanced scorecard 20,strategic initiative template 150 a of FIG. 9 includes cause-and-effector causal relationships between allocated objectives 46, measures 48,and targets 50 within the four key perspectives of Reyada balancedscorecard 20 a of FIG. 2: knowledge institutional perspective 22 a,internal knowledge processes perspective 24 a, societal perspective 26a, and growth perspective 28 a.

The use of the strategic initiative template 150 a in the case ofnot-for-profit institutions, such as public higher education bodies, ismore appropriate than trying to bend the rules of application ofconventional balanced scorecard 20; intended for tracking profitability,to fit situations wherein profits are believed to be trackless.Assigning explicit and succinct dimensions relevant to knowledge andpublic service to strategic management tools is more straightforward andapt to be more beneficent; especially in the case ofknowledge-dispensing institutions, than indulgence into forcefulattempts to interpret standard monetary dimensions, such as financialand shareholders perspectives. In other words, there is no need to stickto a situational balanced scorecard model but rather use it to set theframework for situation-aware models appropriate for the age ofknowledge. Being a generic organism, Reyada balanced scorecard 20 aconcept can be used to generate models for tracking the performance ofhigher education entities and research institutions whether or not theireconomic health and competitive edge are sensitive to performance. Infact, several balanced scorecards 20 a need to be generated for a singlehigher education entity, regardless of the type of resources, one forthe whole organization and one of each of the comprising units due tothe intrinsic differences between strategic management of an institutionas a whole body and that of the comprising members or constituents.

For a specific situation, the case of a university, a strategicinitiative template 150 b was derived in FIG. 10, taking into accountthe fact that university performance has no or negligible impact onfinance since revenue is affected only by budgetary and policyvariables, including those of the government, which may be local,regional, or national. Even stakeholders' satisfaction is of littleconsequence, since increased student population poses a burden ratherfinancial benefit. Strategic initiative template 150 b is applicable toeducational institutions characterized by fixed resources and growthrate dictated by national needs and budgetary constraints. This case iscommon for many government supported universities, municipality collegesand schools of high learning. Free education and government sponsoredresearch equitable between national colleges on the same level dismissesperformance as raisons d′être for financial health or economicviability.

In the case of the example, which will be for a fictional KA University,there are twenty strategic objectives 46. Those objectives areinterrelated and are allocated in FIG. 11 to the four perspectives: areturn to the University perspective 22 b, an internal processesperspective 24 b, a return to society perspective 26 b, and a knowledgerequirements (human, technology and infrastructure) perspective 28 b.

Return to the University perspective 22 b involves four objectives:realizing quality standards according to international classification ina University electronic portal 4602; the University ranks first inscientific research on the level of the Arabic World per an approvedinternational classifications 4605; Size of yearly internal resources istwice a current resources 4608 and an acquisition of the largest numberof consulting contracts 4609.

Internal processes perspective 24 b, involves six objectives:development & offering 80% of the University curricula through ane-learning 4603; an approval of 50 Doctoral programs and all Departmentsoffer Master Degrees 4606; a registration of the largest number ofgifted students & innovators in the business incubators' program 4610;an actual implementation of courses content approved in the curricula4613; a having implemented programs for each collaboration agreement4615; a qualifying freshman students who meet the requirements andprovision of alternative programs for those who do not meet thoserequirements 4617.

Return to the society perspective 26 b, involves six objectives: anumber of distant learning students reaches sixty thousands (60,000)4604; a building societal trust and content so that the University willbe the first choice 4607; a top University in its geographic region intransfer, localization, and development of technology 4611; aninternational academic accreditation for 75% of the programs 4614; agetting local & international accreditation 4618; and a graduatesinclude 5% education leaders, 1% Social leaders, 2% entrepreneurs 4619.

Knowledge requirements (human, technology and infrastructure)perspective 28 b involves four objectives: an integrated implementationof electronic communication within all University units 4601; a meetingrequirements for academic accreditation of all programs 4612; anavailability of success elements and effective performance of theinfrastructure in all University units 4616; and a qualify two facultymembers in each college to follow selection and development of futureleaders 4620.

Measures 48 associated with each objective 46 are either explicitlyindicated in the objective or separately specified. Each objective willhave at least one measure. Table 7 lists measures 48 associated withobjectives 46 for each strategy initiative 74.

TABLE 7 Measures 48 associated with Objectives 46 Strategic Initiative74 Objectives 46 Measures 48 Development of 4601 Completion of thereadiness of the University electronic units to transfer to electroniccommunication communication 48011 Reengineering of all communicationsystems of all University units 48012 Availability of the requiredprograms and technical preparations 48013 Development of the 4602 thequality standards of the international University portal classificationof the electronic portals of the universities 4802 Distance learning ande- 4603 80% of the University Curricula 4803 learning 4604 60,000enrollees 4804 Academic Accreditation 4612 accreditation requirements inall programs and of the Institution and academic units 4812 Programs4613 all University curricula meets international standards 4813 4614accreditation for 75% of the University programs and at least for 100scientific programs 4814 4615 Local and International Institutionalaccreditation of the University 4815 Qualifying of students 4617Orientation and qualification of freshman for university educationstudent of the University and fulfillment of the requirements of thepreparatory year in addition to provision of alternative programs forthose students who cannot complete the required preparation 4817 Raisingthe standards of 4606 Approve 50 doctorate programs 48061 graduatestudies All University departments provide Master degrees 48062 Graduatestudents represent 20% of the total of full time students enrolled inthe University 48063 Each department has at least one faculty member inwith international record to supervise a graduate program 48064Development of 4605 Each member of the faculty has at least oneScientific Research scientific product (including scientific papers,translation, books) 48051 All University departments provide Masterdegrees 48052 Graduate students represent 20% of the total of full timestudents enrolled in the University 48053 Each department has at leastone faculty member with international record to supervise a graduateprogram 48054 Publication of 50% of the scientific members authored bymembers of the faculty in periodicals and scientific journals which meetthe standards of the ISI that publishes a list of highly citedresearchers 48055 Each college organizes yearly one conference orsymposium in its field 48056 Development of 4608 volume ofUniversity-generated resources is University Resources twice thencurrent volume 4808 4609 volume of University-generated resources istwice then current volume 4809 Nurturing the gifted and 4610Registration of the largest number of gifted innovator students studentsand innovators in the business incubators 4810 4619 5% Universitygraduate qualify to become education leaders 48191 1% Universitygraduate qualify to become society leaders 48192 2% University graduatequalify to become business entrepreneurs 48193 4620 Qualifying twofaculty members; at least, in each college to follow up with theselection and development of future leadership 4820 Preparation offuture 4610 Registration of the largest number of gifted leadersstudents and innovators in the business incubators 4810 4619 5%University graduate qualify to become education leaders 48191 1%University graduate qualify to become society leaders 48192 2%University graduate qualify to become business entrepreneurs 48193 4620Qualifying two faculty members; at least, in each college to follow upwith the selection and development of future leadership 4820 Developmentof 4615 Each agreement for collaboration is in collaborative workharmony with the strategic plan of the University and the various areasof distinction 4815 Media outreach and 4607 KA University becomes theuniversity of promotion of mental choice; according to the Universitymedia image outreach plan 4807 Development of the 4611 The Universityranks the first among the business and knowledge universities of itsgeographic region in the system development of programs for technologytransfer, localization and advancements in the areas of the Universitydistinction 4811 4616 Completion of the laboratories, testing facilitiesand information networks and systems in all the University units 48161Availability of scientific and technical cadres required to operate andmaintain such infrastructure 48162 Continuous modernization anddevelopment of such infrastructure according to approved standards 48163ISO certification of the international quality of Universitylaboratories and testing facilities specializing in evaluation andapproval of the results obtained from such laboratories and testingfacilities 48164

Targets 50 are associated with objectives 46 and accordingly there aretwenty (20) targets to be aimed at. For each target 50 there arestrategies 44 to achieve said target. Table 8 lists targets 50 andcorresponding strategies 44.

TABLE 8 Targets 50 and Strategies 44 associated with Objectives 46Objectives 46 Targets 50 Strategies 44 4601 Completing the university e-Enhancing and developing readiness to go through the partnerships toestablish electronic administration a suitable university 50011environment for electronic Systems reengineering in all administrationdevelopment 4401 university sectors 50012 Availability of necessaryprograms and technical equipment 50013 4602 Providing the electronicProviding the classification university gate with the qualityrequirements including the standards endorsed in the equipment,experiences and international classifications of efficiencies among theuniversities electronic sites electronic gate in a scientific 5002 andattractive way, to assert the university credibility and enhance thetrust of authorities responsible for classification 4402 4603 Using 80%of the university To provide an environment curricula in electronicsuitable for distance learning education 5003 including Faculty membersand technicians, and such environment will attract the concerned classesof community 5003 4604 To increase the number of 5003 distance learningprograms students to 50,000 students 5004 4605 At least one scientificpublication for each one of the faculty members yearly (e.g. scientificpapers - translation- book copyrighting & publication) 50051 Publishingat least 50% of papers by the faculty members in the classifiedscientific journals(ISI) 50052 Each faculty to organize a scientificforum or conference each year in its major specialty 50053 4606 Alluniversity departments Strategic partnerships with the grant the Masterdegree 50061 scientific and research The post-graduate studiesinstitutions to contribute to the students represent 20% of thescientific climate and total enrollment 50062 infrastructure 4406 Atleast there is one member of staff in each department having aninternational record related to post-graduate studies programssupervision 50063 4607 Building the community trust Building anattractive media and persuasion in order that communication with all theuniversity will be the first authorities inside and outside the optionaccording to its media university to enhance trust in the communicationplan 5007 university and its fundamental role 4407 4608 The universityannual self- Private sector discipline and resources volume should work44081 become twice double the Knowledge and discipline & current amount5008 adherence to apply rules and regulations of private sector 440824609 The university should obtain 44081 the biggest number of the 44082consultation contracts signed with all Saudi Universities, at leastthree fold of present quota 5009 4610 Registering many talented andDeveloping the local and inventors under the programs internationalstrategic of enterprises guarded by the partnerships which support theuniversity all over the university environment, university 5010encourages inventors and distinguished people 4410 4611 First universityin its Enhancing the university geographic region in credibility as aresearch developing, technology university in its strategic transfer andadaptation visions, programs, resources, programs 5511 capabilities andpartnerships 4411 4612 Providing academic Providing scientific,technical, requirement accreditation in technological and organizationalall academic programs and environment for academic and units 5012institutional accreditation in all the academic programs and strategicunits 4412 4613 Actual application of the 4412 curricula and coursesincluded in the approved academic plans, developing them in a mannercontributing to upgrading educational operation according tointernational criteria, and fulfill the community needs, and at leastthe academic accreditation criteria regarding all university curricula5013 4614 Obtaining the international 4412 academic accreditation for75% of the university programs, at least for 100 academic programs 50144615 Each collaboration agreement Clear vision about the excellence willcontain activated points of the partners programs consistent with thecommensurate with the university strategic plan and its universitystrategic plan in excellence fields 5015 addition to providing anattractive environment to expand and invest these points 4616Availability of success 4411 elements and efficient performance ofinfrastructure in all the university units through improving labs andinformation system and networking in all sectors 50161 Availability ofnecessary scientific and technical cadres to operate and maintain theabove-mentioned elements 50162 Continuous upgrading and development forthese elements according to the approved criteria 50163 All central labsobtain relevant ISO certificates 50164 4617 The qualification of theAdopting suitable scientific student of preparatory year to climate,attractive academic enable them to pass programs and culturalrequirements in addition to environment good for academic providingsubstitute programs study 4417 for students who do not meet thepreparatory year requirements 5017 Adopting suitable scientific 4412climate, attractive academic programs and cultural environment good foracademic study 5018 4619 Qualification of at least 5% of 4410 theuniversity graduates to become educational leaders 50191 Qualificationof at least 1% of the university graduates to become community leaders50192 Qualification of at least 2% of the university graduates to becomeentrepreneurs 50193 4620 Qualify two faculty members Qualification ofthe faculty in each college to follow members (at least) selection anddevelopment of in each college to follow up future leaders 5020 choosingand developing the future leaders 4420

An example of inputs/resources 54, activities 56 and outputs 58 is shownin FIG. 12 for the case of KA University.

While the methods of the present disclosure may be performed manually,because the required inputs may be from multiple locations, because theworkforce required to implement strategic initiative 74 may be inmultiple locations (geographically separated), and because of the needto dynamically predict outcome(s) 60 and impact(s) 62, a strategicinitiative system 250, shown in FIG. 13, provides a way to conductstrategic initiative 74 in a dynamic environment in a plurality ofgeographic locations.

Strategic initiative system 250 includes a management system 252, aninventory system 254, an initiative interface system 256, acommunication system 258, and a controller 260. Many aspects of thedisclosure are described in terms of sequences of actions to beperformed by elements of a computer system or other hardware capable ofexecuting programmed instructions, for example, a general purposecomputer, special purpose computer, workstation, or other programmabledata processing apparatus. It will be recognized that in each of theembodiments, the various actions could be performed by specializedcircuits (e.g., discrete logic gates interconnected to perform aspecialized function), by program instructions (software), such aslogical blocks, program modules etc. being executed by one or moreprocessors (e.g., one or more microprocessors, a central processing unit(CPU), and/or application specific integrated circuit), or by acombination of both. For example, embodiments can be implemented inhardware, software, firmware, middleware, microcode, or any combinationthereof. The instructions can be program code or code segments thatperform necessary tasks and can be stored in a non-transitorymachine-readable medium such as a storage medium or other storage(s). Acode segment may represent a procedure, a function, a subprogram, aprogram, a routine, a subroutine, a module, a software package, a class,or any combination of instructions, data structures, or programstatements. A code segment may be coupled to another code segment or ahardware circuit by passing and/or receiving information, data,arguments, parameters, or memory contents.

The non-transitory machine-readable medium can additionally beconsidered to be embodied within any tangible form of computer readablecarrier, such as solid-state memory, magnetic disk, and optical diskcontaining an appropriate set of computer instructions, such as programmodules, and data structures that would cause a processor to carry outthe techniques described herein. A computer-readable medium may includethe following: an electrical connection having one or more wires,magnetic disk storage, magnetic cassettes, magnetic tape or othermagnetic storage devices, a portable computer diskette, a random accessmemory (RAM), a read-only memory (ROM), an erasable programmableread-only memory (e.g., EPROM, EEPROM, or Flash memory), or any othertangible medium capable of storing information.

It should be noted that the system of the present disclosure isillustrated and discussed herein as having various modules and unitswhich perform particular functions. It should be understood that thesemodules and units are merely schematically illustrated based on theirfunction for clarity purposes, and do not necessarily represent specifichardware or software. In this regard, these modules, units and othercomponents may be hardware and/or software implemented to substantiallyperform their particular functions explained herein. The variousfunctions of the different components can be combined or segregated ashardware and/or software modules in any manner, and can be usefulseparately or in combination. Input/output or I/O devices or userinterfaces including but not limited to keyboards, displays, pointingdevices, and the like can be coupled to the system either directly orthrough intervening I/O controllers. Thus, the various aspects of thedisclosure may be embodied in many different forms, and all such formsare contemplated to be within the scope of the disclosure.

Management system 252 is provided to certain members of executivemanagement and leadership of the organization. Managers and leadersprovide mission 68, core values 70, vision 42, goals 72, and strategy 44to controller 260. Inventory system 254 is positioned throughout anorganization in locations proximate to inventory, and is used by theworkforce to maintain current inventory, including automated inventorychecking systems. The status of inventory, which is one portion ofinputs/resources 54, is also provided to controller 260. A strategicinitiative team may use initiative interface system 256 to update andtrack situations or problems, objective(s) 46, measure(s) 48, target(s)50, activities 56, and output(s) 58. In some embodiments, output(s) 58may be reflected in inventory system 254, which then provides real timeupdates of output(s) 58. Inputs from the strategic initiative team areprovided to controller 260.

Controller 260 receives the inputs from management system 252, inventorysystem 254, and initiative interface system 256 and provides predictiveoutcome(s) 60 and impact(s) 62. Because controller 260 may be asked toprovide predictions of outcome(s) 60 and impact(s) 62 for situationspreviously not encountered, controller 260 may require additionalprogramming and databases to support a specific strategic initiative 74.More specifically, a series of potential outcome(s) 60 and impact(s) 62may be provided in a database. As a strategic initiative 74 proceeds,statistical methods may be used to select from among outcome(s) 60 andimpact(s) 62. Because new outcome(s) 60 and impact(s) 62 may bedeveloped or recognized during strategic initiative 74, a strategicinitiative team may include a member whose specific purpose is tomaintain an outcome(s) 60 and impact(s) 62 database.

In addition to analyzing inputs from the strategic initiative team,controller 260 provides current strategic initiative 74 data andinformation to initiative interface system 256 for the use of thestrategic initiative team, and to communication system 258 for relay tothe workforce, stakeholders, and leadership or management. Communicationsystem 258 may include wired and wireless connections to controller 260,and may also include filters to limit dissemination of sensitive aspectsof an organization's information to individuals with a need to know. Forexample, a portion of strategic initiative 74 may include specificprofit information for specific products, which may be filtered bycontroller 260 to limit such information to percentages to certainportions of the workforce, stakeholders, and leadership or management.

FIG. 14 provides a strategic initiative module, generally indicated at300. Strategic initiative module 300 may be located in one or more ofthe systems of strategic initiative system 250. Process flow 100 may belocated in one or more portions of strategic initiative module 300, aswill be seen from the description hereinbelow. Strategic initiativemodule 300 includes a management inputs module 302, a strategicinitiative generation module 304, an objectives, measures, and targetsmodule 306, an activities module 308, an inputs/resources module 310, anoutput(s) module 312, an outcome(s) module 314, an impact(s) module 316,an assumption(s) module 318, and an external influence(s) module 320.

Management inputs module 302 receives a plurality of inputs fromexecutive management or leadership, including mission 68, core values70, vision 42, goals 72, and strategy 44. Management inputs module 302receives the plurality of inputs and formats the inputs into a formcapable of statistical analysis. For example, core values may includesubjective characteristics such as customer orientation, environmentalrespect, and the like. Customer orientation may be received translatedby management inputs module 302 and translated or transformed intospecific characteristics, such as number of customer complaints,responses to customer surveys, and other numerical characteristicsrepresentative of customer orientation. In some instances, managementinputs module 302 may transmit a request for clarification of managementinputs to strategic initiative generation module 304, which thenrequires additional input from a member of the strategic initiative teamin order to assist strategic initiative module 300 in providing thefunctions necessary to make a strategic initiative process functional.

Once translated into a measurable form, signals are transmitted frommanagement inputs module 302 to strategic initiative generation module304. Strategic initiative generation module 304 receives managementinputs from management inputs module 302 and one or more situations andstrategic initiative team inputs 322. Strategic initiative module 304uses management inputs, situation information, in addition to inputsfrom the strategic initiative team to generate one or more strategicinitiatives 74. Strategic initiative module 304 may analyze situationsto suggest one or more strategic initiatives 74, transmitting them tothe strategic initiative team by way of interactive strategic initiativeoutputs 324. The strategic initiative team may accept one of theproposed strategic initiatives or may provide their own strategicinitiatives 74 by way of situations and strategic initiative team inputs322.

Once specific strategic initiative(s) 74 are created, they aretransmitted to objectives, measures, and targets module 306, where eachstrategic initiative 74 is populated with objectives 46, measures 48,and targets 50. Though not shown, the strategic initiative team mayinterface with objectives, measures, and targets module 306 to resolveissues with the development of achievable objectives 46, measures 48,and targets 50.

Objectives 46, measures 48, and targets 50 are provided to activitiesmodule 308, where specific activities 56 are developed to achieveobjectives 46, measures 48, and targets 50. As with previous modules,activities module 308 may interface with the strategic initiative teamto resolve issues with the development of activities 56. Activitiesmodule 308 also receives data from inputs/resources module 310, whichincludes information from inventory system 254, and information fromassumptions module 318. Assumptions 64 may be required by activitiesmodule 308 because assumptions 64 may affect activities 56determination. For example, activities module 308 may estimate laborinputs in terms of man-hours and schedule, but assumptions may includeestimated downtime due to illness, delays in receipt of inputs/resources54, facilities downtime, and other factors. Assumptions module 318receives assumption information from strategic initiative team inputs322. Once specific activities 56 have been developed, created, ordetermined, activities 56 are provided to output(s) module 312.

Output(s) module 312 takes activities 56 and calculates or estimatesoutput(s) 58. In the case of subjective or qualitative outputs,output(s) module 312 may request additional inputs from the strategicinitiative team. Output(s) module 312 also receives assumptions 64 fromassumptions module 318 and uses assumptions 64 to adjust output(s) 58.Estimated, calculated, or determined output(s) 58 are provided tooutcome(s) module 314.

Outcome(s) module 314 determines, calculates, or estimates potentialoutcome(s) 60, using information provided by management module 302 andstrategic initiative generation module 304. In the event that outcome(s)module 314 is unable to determine at least one outcome 60, outcomemodule 314 may provide the potential outcome(s) 60 to the strategicmanagement team, which may then adjust various inputs, includingproviding additional potential outcome(s) 60 to strategic initiativemodule 300, in order to better understand or predict potentialoutcome(s) 314. Generally, each predicted outcome(s) 60 will beassociated with a statistically calculated probability or possibility.The strategic initiative team may then adjust various inputs to try toimprove the chances of achieving a favorable outcome 60. Outcome(s)module 314 also receives information from external influence(s) module320, which may affect possible outcome(s) 60. For example, one possibleoutcome 60 may be an improved volume of output of a specific product.However, external influence 66 may be a decreased demand or increasedwarranty, and the improved output may be unable to be realized becausethe current output is sufficient for the revised external conditions.Outcome(s) 60 are then provided to impact(s) module 316.

Impact(s) module 316 receives outcome(s) 60 and external influencesinformation from external influences module 320, which determinespossible impact(s) 62 using outcome(s) 60 and external influences 66.For example, if outcome 60 is improved output volume, and perhaps areduced price, impact module 316 may predict, mathematically, anincreased customer demand. However, impact module 316 may also predictnew market entrants or potential replacement products as potentialnegative impacts, depending on the sophistication of impact module 316and strategic initiative module 300.

It should be apparent from the foregoing discussion that the strategicinitiative team may be in direct communication with modules 306, 308,310, 312, 314, and 316. The connections to and from the strategicinitiative team were not shown to simplify FIG. 14 and improveunderstanding of FIG. 14.

It should also be apparent from the foregoing descriptions that each ofthe processes and modules shown herein are preferably included at leastpartially in strategic initiative system 250, and each of the processesshown herein may be included in one or more modules shown herein, suchas the modules of strategic initiative module 300.

Referring to FIGS. 15-19, an example of integrated model 40 as appliedto a specific problem is shown. Referring to FIG. 15, a first objective330 is shown. In order to realize the first objective, a plurality ofprojects, St. 1, St. 2, St. 3, and St. 4, are defined and shown in FIGS.16-19. For each one of the projects, the inputs and resources are shownas requirements. The requirements then lead to one or more intermediaryoutputs, and finally yield one or more outcomes and outputs. In the caseof each of the processes, the integrated model was used to transform theinputs into measurable and definable outputs or outcomes. In each of theprojects, the complexity and geography of the projects was such that thesystems, processes, and modules described herein were used to implementthe transformation. Indeed, in each of the project portions St. 1, St.2, St. 3, and St. 4, such projects, which may also be described asproject modules, would have been impractical to conduct without thepresence of the systems, processes, and modules described herein.

While various embodiments of the disclosure have been shown anddescribed, it is understood that these embodiments are not limitedthereto. The embodiments may be changed, modified and further applied bythose skilled in the art. Therefore, these embodiments are not limitedto the detail shown and described previously, but also include all suchchanges and modifications.

I/we claim:
 1. A system for developing a performance management framework, comprising: a management system, an initiative interface system, a communication system, and a controller connected to the management system, the initiative interface system, and the communication system; providing a vision, at least one goal, and a strategy to the management system; developing at least one objective, at least one measure, and at least one target in the initiative interface system, for at least one of a plurality of perspectives, including an organization financial perspective, an organization customer perspective, an organization internal business processes perspective, and an organization learning and growth perspective, using the vision, the at least one goal, and the strategy; and linking at least one of the organization financial perspective, the organization customer perspective, the organization internal business processes perspective, and the organization learning and growth perspective, to at least one strategic initiative outcome and to at least one strategic initiative impact, and providing at least one of the organization financial perspective, the organization customer perspective, the organization internal business processes perspective, the organization learning and growth perspective, at least one strategic initiative outcome, at least one strategic initiative impact, and providing the link to at least one of a workforce, a management team, and a leadership through the communication system.
 2. The system of claim 1, further including a plurality of activities developed from the at least one objective, the at least one measure, and the at least one target, and providing a framework for aligning the at least one goal, the at least one objective, the plurality of activities, the at least one measure, and the at least one strategic initiative impact.
 3. The system of claim 1, the at least one objective being a plurality of objectives, and each one of the plurality of perspectives being associated with at least one of the plurality of objectives.
 4. The system of claim 1, further including a plurality of activities developed from the at least one objective, the at least one measure, and the at least one target, and providing a framework for aligning the at least one goal, the at least one objective, the plurality of activities, the at least one measure, and the at least one strategic initiative impact.
 5. The system of claim 4, further including a plurality of resources required to operate the at least one strategic initiative outcome, and further including a visual representation of a plurality of relationships between the vision, the plurality of resources, the plurality of activities, and the at least one strategic initiative outcome.
 6. The system of claim 4, including at least one intended change resulting from the at least one strategic initiative impact.
 7. The system of claim 4, including at least one unintended change resulting from the at least one strategic initiative impact.
 8. The system of claim 1, including identification of at least one external influence associated with at least one of the at least one strategic initiative outcome and the at least one strategic initiative impact.
 9. The system of claim 1, including identification of at least one assumption associated with the strategy.
 10. A method of providing a communication tool for an organization, the method comprising: providing a strategic initiative including a plurality of inputs/resources, a plurality of activities, a plurality of outputs, a plurality of outcomes, an impact, and a plurality of key perspectives, including a financial perspective, a customer perspective, an internal business processes perspective, and a learning and growth perspective; and transforming the plurality of key perspectives, the plurality of inputs/resources, the plurality of activities, the plurality of outputs into the plurality of outcomes and the impact.
 11. The method of claim 10, including a plurality of objectives, and each one of the plurality of key perspectives being associated with at least one of the plurality of objectives.
 12. The method of claim 11, further including at least one measure, and at least one target, the plurality of activities being developed from the plurality of objectives, the at least one measure, and the at least one target, and providing a framework for aligning the at least one objective, the plurality of activities, the at least one measure, and the at least one impact.
 13. The method of claim 12, further including a template relating the at least one objective, the at least one measure, the at least one target, the plurality of inputs/resources, the plurality of activities, the plurality of outputs, and the at least one impact to the plurality of key perspectives.
 14. The method of claim 13, further including at least one strategy, at least one assumption, and at least one external influence, and the template relating the at least one strategy, the at least one assumption, and the at least one external influence to the at least one objective, the at least one measure, the at least one target, the plurality of inputs/resources, the plurality of activities, the plurality of outputs, and the at least one impact to the plurality of key perspectives.
 15. The method of claim 10, further including a vision and further including a visual representation of a plurality of relationships between the vision, the plurality of inputs/resources, the plurality of activities, and the plurality of outcomes.
 16. The method of claim 10, including at least one intended change resulting from the at least one impact.
 17. The method of claim 10, including at least one unintended change resulting from the at least one impact.
 18. The method of claim 10, including identification of at least one external influence associated with at least one of the plurality of outcomes and the at least one impact.
 19. The method of claim 10, including identification of at least one assumption associated with the strategy. 